Production Manager

Ernest G. Carpenter

**** ******** ****, *******, ****. 49274

Home Phone 517-***-****

E-Mail *****************@*****.***

Professional Experience

Foamade Industries, Auburn Hills, Mi. 1977-2009

• 31 years of manufacturing experience in a Union as well as a Non Union (automotive) facility

• Positions held, Production Supervisor, Production Manager, Sr. Production Engineer, and Continuous Improvement Manager

• Cost conscious and analytical with a history of success

• Optimizing production process, quality and material utilization in a fast pace manufacturing environment.

• Outstanding with communications, problem solving and relationship management

• Identifying opportunities honing safety, quality and maximizing production output

• Working knowledge of APQPT, PFEMA, PPAP, KANBAN, KAZIAN, SMED, JIT, LEAN, 5S,

Cost Reduction and Avoidance, QS9000, ISO 14001

Production Engineer 2001-2009

• Collaborated with senior management to improve quality, process flow and reduce cost while maintaining or improving safety on 200 ton die cutting presses as well as Ford Motor and General Motors water shield work cells

• Developed, evaluated and documented manufacturing methods and process through LEAN, 5S and JIT events

• Took the task of designing the facility layout and purchasing equipment for the Mississippi facility as well as two in Hillsdale Michigan. Relocated to Hillsdale Michigan as the Production Manager / Production Engineer

• Effectively set up work cells using LEAN, 5S and effective Team Building to improve overall areas of safety, quality and productivity

• DOE tooling for Ford Motors, Atlantic Automotive and Lear (door inserts) working directly

with there Engineers and Quality personal to develop a functional product

• Approved all new tooling layouts to insure maximum material utilization

Cost Reduction Manager 1995-2001

• Challenged by senior management to lead the Wash Out Waste program (WOW)

• Developed a team involving senior management, engineers, middle management as well as production team members. Setting the goal of $500,000 annually

• Using LEAN, 5S and team building tools the team saved $450,00 in 1995, $660,000 in 1996, $750,000 in 1997, $700,000 in 1998,$ 670,000 in 1999,$ 600,000 in 2000 and $750,000 in 2001 Saving’s achieved by labor reduction, maximizing material utilization, machine through put as well as equipment upgrades

• Implemented SMED and JIT to reduce press set up time 45% as well as to reduce warehouse and shipping inventories

• Designed and fabricated automated conveyors and vacuum bolsters /fixtures to reduce labor, scrap and improve quality and efficiency on manually assembled products

Production Manager 1985-1995

• Responsible for but not limited to Quality, Safety, Staffing and Productivity reporting

• Managed 4 Supervisors, 3 Maintenances personal and up to 60 team members

• Determined schedules, sequences and assignments for work activities based on work priority, equipment availability and skills of the team

• Recommend or initiated personal actions such as hires, promotions, discharge and disciplinary measures

• Compile operational and personal records such as time and production records, inventory data and scrap loss or material utilization

• Investigated accidents and injuries, and prepared reports of findings

• Monitored team members work levels and reviewed work performances

• Interacted with Customer Service, Scheduling and Quality to insure on time delivery

• Conducted or arranged for team members training in safety, maintenances techniques, operational procedures, quality and equipment use

• Maintained budget (sales vs labor) and coordinated team meetings

Training

LEAN, 5S, KAIZAN, AQPT, SPC, JIT, SMED, PPAPS, as well as QS9000, ISO 14001

Education

Chrysler Institute, Business Management

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